Project Management Methods

Project Management Methods

Globally, the graph of new projects is escalating day by day with the increase being brought up by the fast-growing technology in the 21st century. Incorporation of the new technology has facilitated the development of these project since it aims at maximization of the output in the shortest duration of time as possible. Moreover, these projects require a management methodology so that it can have a synchronized way of their ontogenesis (Nicholas & Steyn, 2017 Pg. 2). Generally, a project management methodology is a set of detailed, systematic and scientifically proven approaches which are used in the design, execution plan, and the completion of any project (Kerzner & Kerzner, 2017 Pg. 32). Additionally, it integrates logically related implementation of processes that play a key role in coming up with a plan, developing, controlling, and delivering the project within the given time of execution. Summing the functions of the project management methodology, Kerzner & Kerzner (2017 Pg. 32) agree that it vital significance is taking full control in the development process via problem-solving and making decisions to ensure the success of the laid-out techniques and approaches.

The methodologies used in project management are based on two types of approaches, that is, the traditional approach which includes a series of several stages and the modern approach which are based on technology. The main objective of this essay focusses on the modern approaches which include PRINCE2, lean, six sigma, SCRUM, critical chain, and the critical path project management systems. ‘However, the critical chain and critical path methodologies are more efficient in any project management’ say Nicholas & Steyn (2017 Pg. 2) Pursuing this further, this essay will only feature only the last two methodologies, control chain, and control path project management, deeply (Lock, 2017 Pg. 2).

Historically, the initial definition of project management methodology was made clear in the late 1950’s when the business enterprises realized there was a need of simplification of their journey towards the realization of their business profits and how they conducted their business. In the same context, before the initiation of a project, there’s always an estimation of the least duration of time the project can take after the assessment of its different stages. Therefore, according to Harrison & Lock (2017 Pg. 7), the critical path methodology is the prediction of the longest duration of time the execution of a project is expected to last. Besides that, Hornstein, (2015 Pg. 291) suggests that it defines the tasks which are both critical and non-critical in managing the time-frame allocated. The critical path methodology usually has four key elements inclusive of the critical path analysis which is a sequence of the tasks which demand long durations because they are considered to have a great impact on the completing period, the float determination where float is the duration of time which can slip out of the estimated period before causing a delay, the forward pass which is the earliest time a task can start and the earliest it can finish, and lastly the backward pass which is the latest duration a task can commence and the latest it can get finished (Lock, 2017 Pg. 10).

Both Harrison & Lock (2017 Pg. 9) agree that during the era of late 1950’s a duo, James Kelly and Walker Morgan, was developing this ideology, however, they accomplished its development at the same time as the United States Navy and Hamilton Booz. Not only were the listed group of people behind the research of the critical path methodology but also a certain researcher by the name of DuPont who had incorporated the same ideology in the 1940’s in missile defense projects something which was later incorporated in the Manhattan project (Hornstein, 2015 Pg. 297). Moreover, the CPM ideology has been borrowed by hardware and software developers making digitized computer programs to help in the process of project management.

Consequently, the other project management methodology is the critical chain method. Leach (2014 Pg. 11) affirms that this type of methodology focusses on the planning and managing of projects at the same time allowing the delay of resources. These resources can be either from the internal or external fields such as the contractors, equipment, or even the physical space. Furthermore, the critical chain method first analyzes the schedule of the execution then relates it to the availability of the resources in order to check whether it will affect the project completion. Dr. Eliyahu was the mastermind behind the development of this method in the late 1990’s which had its base on the Theory of Constraints (Leach, 2014 Pg. 16). He came up with this method due to the fact that a majority of projects were experiencing delays, budget overruns, and missed deliveries.

In addition, according to Lock (2017 Pg. 6), the methodology integrates six steps which include determination of aggressive estimates, creation of the of a schedule of ‘as late as possible’, determination of the critical chain, determination of the path where the buffers are supposed to take- the three buffers comprise of the project buffer, feeder buffers, and the resource buffers, determination of buffer sizes, and lastly the incorporation of the buffers into the schedule. ‘The feeder and resource buffers usually come before the project buffer’ says Lock (2017 Pg.7).

Apparently, with the basis of the two project management methodologies being different, they exhibit numerous differences. One of the main differences is that the critical path method focuses on timing of starting and finishing of the projects initiating the forward pass and the backward pass analysis respectively whereas the critical chain method modifies the schedule of the project regarding on the availability of the restricted resources by the inclusion of duration buffers (Leach, 2014 Pg. 17). Besides that, critical chain majorly focuses on taking care of duration buffers while critical path main focus is on the float. Also, Hornstein (2015 Pg. 294) agrees that the critical path is concerned about the problems affecting the whole project whilst critical chain is concerned about the problems facing the initiating the project on the ground. The critical chain method allows even distribution of tasks by putting a lot of consideration on the start times which is not the same case with the critical path method which gives priority to the time-consuming tasks first (Kerzner & Kerzner, 2017 Pg. 41). Lastly, the critical chain offers flexibility to the project managers due to the buffer integration something which is not exercised in the critical path methodology. However, the two project management methods also have similarities despite having many differences. These similarities include; both the two methods aim at finishing the projects on or in time by focusing on different priorities. Moreover, both of them focus on the order of the project tasks and schedules (Nicholas & Steyn, 2017 Pg. 36).

Screenshot 1: an illustration a critical path in project management of development of a tank

The above pictorial shows a critical path that ought to be followed in the development of a tank. The process starts with the design of the tank and thereafter the path splits into two whereby the project manager can decide to incorporate a tank supplier, to either manufacture the tank and deliver it on the site or prepare the drawings for assembling, or construct the tanks foundation for himself then assemble the tank. After the assembling process, the tank is then tested and commissioned.

Screenshot 2: an illustration of a critical chain project management

The above pictorial illustrates a critical chain example where the projects starts at the start point and a decision left for the project manager either to choose processes 2 to 6 or 5 to 6 through the help of the feeding buffer or from the starting point all the way to process 7 through the resource buffering. On reaching process 6 the project buffering is integrated until the end of the project.

In conclusion, both methods are great in the project management but according to my point of view, the critical path method is more efficient than the critical path because if the two methods are exercised on two similar projects the critical chain method will be more successful than the critical path method. Pursuing this further, the difference of performance is brought by the fact that critical chain works on both the budget and duration of time (almost 95%) as well as facilitation of multitasking.

References

Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach. Routledge. https://www.taylorfrancis.com/books/9781351960717

Hornstein, H.A., 2015. The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), pp.291-298. https://www.sciencedirect.com/science/article/abs/pii/S0263786314001331

Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons  https://books.google.co.ke/books?hl=en&lr=&id=xlASDgAAQBAJ&oi=fnd&pg=PR19&dq=Critical+path+project+management+method&ots=Xb3n0PS2wT&sig=BvfjErtla6YTJk6h-IDHfQLAmHw&redir_esc=y#v=onepage&q=Critical%20path%20project%20management%20method&f=false

Leach, L.P., 2014. Critical chain project management. Artech House.https://books.google.co.ke/books?hl=en&lr=&id=UOxPAwAAQBAJ&oi=fnd&pg=PR13&dq=+Critical+chain+project+management&ots=-Dq6Wco4Sn&sig=GFe0RTPhMdTP5ysa9I35NPl919U&redir_esc=y#v=onepage&q=Critical%20chain%20project%20management&f=false

Nicholas, J.M. and Steyn, H., 2017. Project management for engineering, business and technology. Routledge. https://www.taylorfrancis.com/books/9781317384809

Lock, D., 2017. The essentials of project management. Routledge. https://www.taylorfrancis.com/books/9781351890571